Office of Budget and Evaluation

Disrict Clerk’s Request for Reorganization

411 Elm Street, 3rd Floor, Dallas, Texas 75202
E-mail: budget@dallascounty.org • Fax (214) 653-6517


Part I- Introduction

The District Clerk has requested that he be allowed to reorganize his 243-position Department. This request initiated a thorough analysis by the Office of Budget and Evaluation. The District Clerk provided proposals for new alignments, as well as job descriptions of positions that would be created as a result of the proposed reorganization. The goals of the District Clerk were outlined prior to the initiation of the evaluation and are as follows:

To rewrite certain job descriptions to match current duties

To rewrite certain job descriptions to enhance cross-training within the department

To reduce the overall number of job titles and descriptions

To realign certain supervisory relationships.

The overriding purpose of the reorganization is to mitigate certain ongoing personnel problems which hinder the efficient operation of the office in the opinion of the District Clerk. In particular, during the last five years, the Clerk's Office has experienced a turnover rate each year which ranged from 22% to 34%. A portion of the staff review will be devoted to determining whether or not reducing this rate is likely to occur and to suggest other strategies for reducing the negative effects of this turnover.

Additionally, the Office of Budget and Evaluation reconsidered the strategy for investing in a document management system to replace the current microfilm system; a strategy that had been suggested by the District Clerk and studied by a consultant. The rapid advances in the development of the Internet and the dramatic decline in the cost of technology suggests that periodic review of such emerging technology may reveal that conclusions drawn even one year ago may be obsolete.

Part II- Organizational Analysis

Methodology

The District Clerk submitted a comprehensive and thoughtfully prepared departmental reorganization plan, developed over several years. The following steps were taken by OBE in developing a recommendation on the proposed reorganization:

Review and understand the mission of the department and each division

Interview department personnel and management to ascertain understanding of mission and adequacy of job descriptions

Review adequacy of performance measures and workload data for the department

Prepare and discuss alternate organizational arrangements

Prepare a list of recommended positions to refer to Personnel for study and classification.

Current Organizational Structure

The District Clerk's Office is currently organized into seven divisions: (a) Records, (b) Criminal, (c) Trust/Accounting, (d) Passports, (e) Information Systems, (f) Civil/Family, and (g) Administration. Each of these divisions performs a distinct function and each division head reports to the District Clerk through the Chief Deputy. The following chart displays the current authorized structure of the District Clerk Department:

Current Org Chart

The District Clerk's reorganization request makes no changes in the reporting structure shown above. Rather, the changes requested occur within several of the divisions and involve changes in reporting relationships, job descriptions, and, in some cases, wholesale job redesign to accomplish specific purposes.

Summary Of Reorganization Requests

The following paragraphs discuss various categories of changes requested, in order to aid in the discussion and recommendations that follow.

Category 1 - Job Descriptions Inaccurate - The District Clerk has identified - and OBE confirmed - that 66 employees of the department have inaccurate job descriptions. (See Attachment I contains a detailed list). The job descriptions of these employees were last reviewed over ten years ago.

The majority of the employees in this category are Court Clerks, i.e. those employees whose duties involve direct support of a district court. OBE believes that the Senior Court Clerks in these positions did not receive credit for the responsibilities of their positions at the time that these positions were last evaluated. For example, the Senior Court Clerks have responsibility and accountability for all files that come through the court, must continuously train new clerks, and must act in a lead function for the court. None of this is included in the job description for these positions, and it is therefore advisable that these positions be forwarded to Personnel for further evaluation.

Category 2 - Job Descriptions accurate, however grading not based on current job description - The District Clerk has identified 37 positions (see Attachment II) whose job descriptions are accurate although they seek a review of the classification for these positions. In 1994, the job descriptions changed for these positions, however a classification study was not performed at that time. Previous job descriptions are unable to be gathered, and therefore OBE recommends that these positions undergo a classification study by the Personnel Department. Of these 37 positions there are only two job titles, thus a classification study would not take long to complete.

Category 3 - Job Redesign - The District Clerk seeks to modify duties, reporting relationships, and job descriptions for 113 positions (see Attachments III and IV). Of these, the District Clerk expects that 63 will result in reclassification. Attachment IV, in particular, are positions with major functional changes in job duties.

The job reviews requested in Category 1 and 2 above are immediately recommended. The remainder of this analysis focuses on Category 3.

Detailed Reorganization Requests

The following paragraphs discuss the requested changes in job design on a section-by-section basis. An analysis and a recommendation follow each request.

Records Division

Description - The District Clerk's Records Manager is the principle advisor of records to the District Clerk. The Records Division is responsible for storage, maintenance, and retrieval of all District Court Records used by the Civil, Family, and Criminal Courts, interdepartmental personnel, the legal community and the general public. This division also maintains a computerized fax/billing operation. Staff routinely delivers supplies and documents within the District Clerk's Office. The Records Division photocopies and certifies documents, performs research and retrieves documents for attorneys and the general public as required by the Open Records Act. The Records Division is currently comprised of twenty-six clerical positions supervised by the Records Division Manager and Assistant Manager. The current organization is as follows:

Records Division

Requested Changes - The District Clerk has requested to reorganize the Records Division from eight functional areas to three functional areas. Under the proposed reorganization the Records Division seeks a change in job titles to decrease the number of job titles that are currently in use from 14 to 4. These job titles would bring all functions of the division together to create a broadened title with steps that increase as duties become more difficult. The District Clerk also requests that one Certified Copy Clerk position is deleted, and that one additional clerical position is transferred to the Criminal Division. The District Clerk's proposal includes transferring three Certified Copy Clerk positions from the Criminal Division to the Records Division due to the fact that the Certified Copy Clerk positions currently perform duties that are related to the functions being performed in the Records Division. Total transactions for this division would result in one additional employee. The proposed structure is illustrated below:

Proposed Trust

OBE Recommendation - The District Clerk's proposed reorganization is structurally sound and is consistent with other requests made throughout the department. The deletion of the Assistant Manager position to be replaced by line supervisors would give more direct supervision of daily operations within the division. OBE recommends that the proposed organizational structure be adopted.

The District Clerk's request includes broadening job descriptions within the division and implementing a cross-training program that would allow personnel to be used in a variety of functions. While it is possible that the broadening of job descriptions may result in an upgrade in position classification, OBE feels that his would allow for more efficient use of personnel.

The District Clerk no longer participates in Microfilming, and therefore has three positions that are no longer necessary for this function. However, OBE has identified backlogs in both the Criminal and Mezzanine Sections of the division, and therefore recommends that these positions be utilized in these areas of the division. The District Clerk has agreed to utilize these positions to address these backlogs.

Civil/Family Division

Description - In 1997, the Civil and Family Divisions were combined to create one division that would have responsibility for both types of cases. These changes resulted in greater efficiency and reduced customer wait time in these divisions. The Civil/Family Division is made up of four sections that are responsible for separate components of District Court Case Maintenance. The Civil/Family File Desk is responsible for filing cases and collecting fees for both the Civil and Family Courts. The Civil/Family Process Section is responsible for issuing many different types of process from citations to after-judgment writs. The Civil/Tax Courts are responsible for file maintenance of all cases within the Civil and Tax Courts. The Family and IV-D Courts are responsible for file maintenance for all cases within the Family and IV-D Courts. In addition to file maintenance, the IV-D Section is also responsible for issuing its own process and filing IV-D cases.

Requested Changes - The Civil/Family Division would undergo significant functional changes, however would not see any significant change in structure. The functional changes in this division include the broadening of job descriptions in the Process, File Desk, and Courts. This broadening of job descriptions would allow the District Clerk to more fully utilize the personnel within this division. In addition to these changes, the Civil/Family Training positions would be deleted and replaced with Court Specialist positions. These positions would act as a direct oversight of the courts, and would assist the Courts Supervisor in overseeing the daily operations of the Courts. These positions would also fill-in for Court Clerks during absences or turnover situations.

OBE Recommendation - The job description of the Court Clerk I is adequate, however the positions were graded based on previous job descriptions. OBE recommends that these positions be reevaluated based on the current job description. Although OBE does recommend that the Court Clerk I positions be reevaluated by the Personnel Department, we disagree with the inclusion of these clerks under the Civil/Family Clerk II title. It is OBE's opinion that due to excessive turnover and heavy workloads, it would be unlikely that a Court Clerk would be able to function in the duties that would be included in the proposed job description. Under these circumstances, a broadening of job duties would have no effect other than creating pressure for upgrades, without commensurate benefits. OBE would reevaluate this recommendation at a later time if a manageable cross-training plan was established and performance measures to indicate that the plan would be utilized adequately were developed.

Criminal Division

Description - The District Clerk's Criminal Division is responsible for the maintenance of all files related to the Magistrate and Criminal District Courts. In addition to this responsibility, the Criminal Division also issues pre- and post-judgment process, as well as completing transcripts for the appellate courts. The Criminal Division operates a Collections Division that is responsible for the collection of overdue fines and fees related to felony cases. Finally, the Criminal Division operates a Bond Forfeiture Section that is responsible for representing the District Clerk at Bail Bond Meetings and collecting bonds that have been forfeited to the court.

Proposed Trust

Requested Changes - The Criminal Division would make organizational changes that would mirror those that have already taken place in the Civil/Family Division. These changes include the deletion of the Assistant Manager position and the combination of the Process and Bond Forfeiture Sections. The reorganization would create three functional areas within the Criminal Division: Collections, Court Operations, and Court Support.

Collections - This program has proven successful in past years by collecting in excess of $700,000 annually. The District Clerk requested and received 2 additional positions in this section in the FY2000 budget. The addition of these two positions is projected to increase collections for felony court costs and fines. This section would not change as a result of the reorganization.

Court Operations - This section would cover both the Criminal and Magistrate Courts and would create a Court Operations Manager as well as a Criminal Court Supervisor. These changes mirror the changes that have already taken place when the Civil and Family Divisions were combined, and would bring consistency throughout the department. There are 17 Criminal Courts serving Dallas County, and these courts each operate with 2 clerks provided by the District Clerk. There would also be 2 Criminal Court Trainer positions that would be created from existing Criminal Roving Clerk positions. The Evidence Registrar position would fall under this section as well, whereas it previously fell under the Criminal Process Section.

Court Support - The Court Support Section would be a result of the combination of the Criminal Process and Bond Forfeiture Sections. The section would operate under one supervisor as opposed to the current structure that includes two separate supervisors. This section is also responsible for creating transcripts for appeal purposes. The District Clerk requests that one position be transferred from the Records Division to assist in this effort. Three Certified Copy Clerk positions would be transferred to the Records Division as these positions perform functions that are consistent with the mission of the Records Division.

Proposed Trust

OBE Recommendation - OBE generally concurs with the District Clerk's request in this division. The changes that take place here mirror the successful changes that have already taken place in the Civil/Family Division. By combining sections, the District Clerk will be able to utilize employees more efficiently. By training employees on multiple functions, the Criminal Division will not lose efficiency during absences or turnover situations.

Trust/Accounting Division

Description - The Trust/Accounting Division is responsible for ensuring that all revenues received from the disposition of cases are transferred, deposited, or invested accurately. This division operates three sections, each responsible for an individual function within the division. The Trust Section is responsible for investing funds that have been ordered by the Court to be held for a specific period of time. The Accounting Section is responsible for ensuring that all funds received are accurate and for auditing cases to identify any funds that have not been collected. The Collections Section is responsible for attempting to collect funds that are past due or that are necessary for disposition of the case. The current organization structure is illustrated below:

Current Trust

Requested Changes - The District Clerk's request further identifies a structural delineation between the three individual sections:

The Trust Section would delete one Investment Clerk II position and replace this position with an Investment Analyst position. The Investment Analyst would be charged with supervision of the section, as well as overall maintenance of the investments made by court order. This position is necessary to bring a degree of professionalism to this section, as well as provide credibility in the instance that this position is called on to testify in court.

The Accounting Division would create an Accounting Supervisor position to oversee the day to day accounting function for the division. Currently this section has 2 Accountant positions and 2 Accounting Clerk positions, along with assistance by 1 part-time employee.

The Collections Section would create new positions whose job descriptions would more accurately reflect the duties being performed in this section. There would also be an Account Resolution Coordinator position established from a current position in order to provide supervision to this section.

Proposed Trust

OBE Recommendation - OBE agrees with the changes proposed in the District Clerk's request. The deletion of the Assistant Manager position eliminates the one-to-one reporting relationship that is occurring at the top level of the division. This structure would also provide for more accountability within each section and would allow for more direct supervision of day to day activities.

Passport Division

The Passport Division currently operates in three locations. In the two satellite locations, a Lead Clerk position has been established to oversee the daily operations of the location. The Passport Supervisor position is a "working supervisor" position that operates from the downtown location, which also travels when needed among the two remote locations. The current staffing includes two clerks and the supervisor downtown, one Lead Clerk, four full time clerks, and two part-time clerks in the North Dallas location, and one Lead Clerk, one full-time clerk, and one part-time clerk in the East Dallas location:

Passport Division

Requested Changes - The District Clerk has requested changes in titles as follows: Passport Supervisor to Passport Manager, Lead Clerk to Passport Supervisor, and Lead Clerk to Senior Passport Clerk with the understanding that these title changes may lead to changes in the grading of these positions. However, no changes in job description, duties, or supervisory relationships are proposed. Under these circumstances, no grounds exist for a job study and OBE recommends that the District Clerk be allowed to change titles (for consistency throughout the department) without job studies or grade changes.

Administration Division

Description - The District Clerk Administration is charged with oversight of administrative functions within the District Clerk Department. These functions include budgeting, purchasing, and personnel functions. There are four positions within this division, organized as follows:

Admin Division

Requested Changes - The District Clerk seeks to delete the unneeded Senior Secretary position and create a Personnel Analyst position. The District Clerk also requests that the Court Clerk II position be changed to Clerk V and that the job description reflect the actual duties being performed by this position. Furthermore, the request is to change the title of Special Assistant to Budget and Planning Analyst and have the Clerk V position report to this new position. The revised organization chart is as follows:

Proposed Administration

OBE Recommendation - The Office of Budget and Evaluation concurs with the District Clerk's proposal for a Personnel Analyst on the basis that this is a large department with a high turnover rate, and this position would help the department identify ways to reduce both turnover and grievances. The Court Clerk II position is currently performing duties that are not reflected on the job description for that position, and therefore OBE recommends the Clerk V position for which the job description would match the duties currently being performed.

However, OBE disagrees with the implementation of a Budget and Planning Analyst position and the reporting relationship between the Clerk V and Budget and Planning Analyst positions. The Budget and Planning Analyst position would perform duties nearly identical to those on the job description of the Special Assistant position. Furthermore, the most complicated planning needs of the department appear to relate to computerization (imaging, new Civil Court system) and the department already has a high-level computer specialist added as a part of the "Banner" reorganization. There are no significant changes in function or description that do not appear to be covered by other positions, and therefore OBE does not recommend that this position be forwarded to Personnel for further evaluation. OBE recommends that the Clerk V position continue to report to the Chief Deputy.

Summary Of Reorganization Requests/Recommendations

Table I summarizes each request made by the District Clerk and provides the corresponding recommendation:

Table I

Division Request OBE Recommendation
All Job Review for 66 inaccurate job descriptions Concur
All Classification review of 37 accurate job descriptions Concur
Records Downgrade Assistant Manager position and increase duties of two additional employees to act as supervisors Concur
Records Broaden job descriptions to enhance cross-training Concur
Trust/Accounting Downgrade Assistant Manager position and increase duties of two additional employees to act as supervisors Concur
Trust/Accounting Replace Investment Clerk position with Investment Analyst Concur
Criminal Downgrade Assistant Manager position and increase duties of two additional positions to act as supervisors Concur
Civil/Family Broaden job descriptions of Court Clerk II positions to include cross-training responsibilities Do not concur
Civil/Family Reevaluate Clerk II positions due to extended time since last evaluation Concur
Passport Classification review of Supervisor and Lead Clerk Do not concur
Administration Delete Senior Secretary position and replace with Personnel Analyst Concur
Administration Delete Court Clerk II position and replace with Clerk V Concur
Administration Modify duties of Special Assistant and re-title to Budget and Planning Analyst Do not concur
Administration Modify reporting relationship of Clerk V Do not concur

Other Findings And Recommendations

In order for this reorganization to work effectively, it will be necessary for communication between divisions to improve greatly. It will also be necessary for communication between employees within the department to improve. OBE has identified occurrences in which improved communication would create a more efficient and effective solution to problems within the department.

Morale within the Family Courts Section of the department is very low. This may be a reason for high turnover and should be immediately addressed.

The North Dallas Passport Facility is unable to operate at maximum efficiency because of the office design. There are six clerks, but only four service windows. In order to improve efficiency and customer wait time OBE recommends creating two additional windows.

There is limited security at the Passport satellite locations. These locations collect large amounts of cash and receive no protection. This could create a hazardous working environment for clerks in these locations.

The Office of Budget and Evaluation would recommend a thorough cross training program be developed in order to meet the goals set forth by the District Clerk in this reorganization request. One of the District Clerk's goals was to provide a base of well-trained employees," which a cross training program would accomplish. In turnover situations employees could be called upon from multiple sections to complete routine tasks and eliminate backlogs.

If the District Clerk is willing to put together a comprehensive training plan, the Commissioners Court should consider adding additional money to the budget for this purpose.

Performance Measures

The District Clerk has consistently provided excellent performance measures as requested by the Commissioners Court. Through this reorganization, OBE would like to expand these performance measures to include the divisions that have not previously used performance measures. Table II identifies performance measures that can be used as a guideline for this expansion:

Table II

Division Suggested Performance Measure
Civil/Family Number of new cases filed
Civil/Family Amount of time to process citations
Civil/Family Number of electronic filing customers
Civil/Family Annual revenue generated
Civil/Family Implement customer satisfaction survey
Criminal Number of new cases filed
Criminal Bond Forfeiture monies collected
Criminal Revenue generated through felony collections
Criminal Collections per FTE
Records Average customer wait time
Records Number of fax accounts
Records Number of jackets identified as misfiled
Records Implement customer satisfaction survey
Trust/Accounting Number of new Court-ordered investments
Trust/Accounting Average return on investment
Trust/Accounting Number of cases audited
Trust/Accounting Percentage of cases audited with outstanding fees identified
Information Technology Number of employees receiving at least 4 hours of computer training
Administration Annual turnover rate
Administration Percentage of exit interviews completed
Administration Number of employees receiving training in areas other than those for which they were specifically hired.

Financial Impact

The cost of any reorganization proposal can only be estimated, inasmuch as the final grading has not been completed. However, estimates can be derived to assist the Commissioners Court in making its' decision.

Cost estimates are of two types - short-term impact and long-term impact. The former reflects partial-year budget impact and personnel policies that may limit costs even if individual jobs are re-graded. In particular, an individual in a re-graded job is limited to the maximum in-hire of the new (higher) grade and therefore long-term incumbents in re-graded jobs may already be above this pay amount and receive no increase despite being reclassified.

Longer-term effects of an upgrade, however, reflect the "next generation" of incumbents, who will be brought in at a higher rate than they would otherwise command. Therefore, a long-term impact is likely to be higher than a short-term impact.

The following table summarizes the estimated short-term and long-term costs, for the requested changes and recommended changes. A start-up date of April 1, 2000 is assumed to be the earliest that upgrades can be implemented.

Table III

  District Clerk Request OBE Recommendation
Long-term effects, per year $462,000 $400,000
Short-term effects, per year $270,000 $170,000
Impact on FY2000 Budget $135,000 $85,500

As shown above, the impact of the District Clerk's request on the current budget would be approximately $135,000 based on calculating current salaries against proposed grade changes (or short-term impact). Under OBE's recommendation, this would be reduced to $85,500. This is a result of not recommending the Court Clerk I upgrades, the Passport Division changes, nor the Budget and Planning Analyst position. These calculations are based on proposed grades, and are subject to change according to actual grades recommended by the Personnel Department.

Long-term costs for this are calculated by comparing step 2 of the current pay grade versus step 2 of the proposed pay grade. Although these costs are not expected to ever be recognized, it is important to understand that there is a potential for these costs. The District Clerk's request has a long-term cost of $462,000, whereas OBE's recommendation would reduce these costs to $400,000. Again, it is likely that many years would pass before the full effect of these costs would be fully incorporated into County spending.

Part III - Imaging

Background

In FY99, the County engaged a consultant to evaluate the potential of imaging to replace the current paper-storage system. The same consultant's engagement was extended to encompass the County Clerk's Office to ensure that coordination between two similar functions was maintained.

The Consultant's report recommended the purchase of document management hardware and software beginning in the District Clerk's Family and IV-D area. However, the consultant's report was generally unconvincing and the effort has been given a lower priority until more definitive data is gathered.

The Office of Budget and Evaluation reviewed the consultant's report and review the cost-benefit analysis for a limited portion of the consultant's scope.

One major observation that resulted from this review is as follows:

Although the Family Courts have the greatest "convenience need" for an imaging system (i.e. they have the most paper movement and retrieval need), they are the least likely to support a cost-effective replacement of a manual system with a document management system. This fact stems from the very small microfilm cost associated with family court cases. Due to the lack of these costs, it is probably far more cost effective to continue a manual system, even though a manual system is less convenient.

On the other hand, it is Civil cases, with their huge microfilming costs and their use by large law firms that can probably support the first phase of a document imaging system on a cost-neutral basis. Table I extracts certain costs from the consultant's report that pertain to the Civil Courts Imaging System. The following table summarizes their results:

Table IV

Cost of Implementation
Hardware $177,415
Software $248,125
Implementation $125,000
Annual Costs $122,299
Reduction in Microfilm Costs $365,000

Obviously if these numbers are even roughly correct, an immediate and long-term efficiency is evidenced by replacing microfilm with a Digital Document Management System.

The above calculations assume that the transition to imaging is staff-neutral at worst. That is, microfilm-related staff (not included in the $365,000 contract payment) will be replaced by imaging staff. Furthermore, the calculation assumes that revenues will not be effected. That is, that subscription fees from law firms will be at least equal to the current fee charged for copies. Both of these assumptions are easily tested during the requirements/definition phase of the project.

The initial cost of $550,000 will be offset by the deletion of the microfilm contract at a savings of $365,000 annually. This will provide a payback time between 1.5 and 2 years. Ongoing costs for this project would be $122,299 annually, which again would be offset by the deletion of the microfilm contract.

The issue of cooperation between the District Clerk and County Clerk has often been raised. The Office of Budget and Evaluation concludes that the most successful computer system implementations tend to be those that minimize the need for cooperation among departments headed by elected officials. Examples are the Finance System (essentially controlled by the Auditor's Office) and the Elections System, which had a generally good records of success. Likewise, the County Clerk's imaging of real estate records has been trouble free. However, the early 90's attempt to change the accounting system failed, as did the Banner implementation, essentially due to a lack of clear authority.

Accordingly, OBE recommends that a document system for the District Clerk Civil Courts be pursued on a stand-alone basis, with the expansion to the Family Court area and perhaps to the County Clerk, being a secondary activity.

Part IV - Recommendations

The Office of Budget and Evaluation provides the following recommendation:

Related to Job Studies - The tables (I-IV) at the end of this document contain recommended job studies to be conducted by the Personnel Department. Each table is labeled as to the justifications for further study.

Related to Performance Measures - The District Clerk should provide the Commissioner's Court with proposed performance measures for all sections except Criminal Collections and Passports. These proposals should be discussed at the January 11, 2000 Performance Forum.

Related to Imaging - OBE recommends that digital imaging be pursued further by establishing a committee to develop a Request For Proposal within thirty days of this meeting. In doing this, the District Clerk and potential vendors understand that there is no commitment of funds to this project. The RFP is merely a method of gaining a learned analysis of the problem and potential cost effective solutions with minimum risk. Vendors would be asked within ninety days to address the issue and to give feedback on the necessary equipment and functionality of the project. Vendors would be invited to visit the District Clerk's Office and to determine the best way to implement this plan. After all proposals have been evaluated, the District Clerk would come back to the Court and request the funds necessary for the project with all costs and benefits quantified, thus allowing the Court to determine if the project should continue.

Related to Turnover - The District Clerk should continue to collect data in the form of exit-interviews as they have done in the past. This data should be analyzed to determine if any correlation between departmental changes and turnover exist. The District Clerk should report back to the Commissioner's Court on the status of turnover six months after the implementation of the proposed reorganization.

Attachment I

Job Description Inaccurate

Position Number Current Title Proposed Title
3538 Court Clerk III Sr. Criminal Court Clerk
3538 Court Clerk III Sr. Criminal Court Clerk
3540 Court Clerk III Sr. Criminal Court Clerk
3548 Court Clerk III Sr. Criminal Court Clerk
3559 Court Clerk III Sr. Criminal Court Clerk
3590 Court Clerk III Sr. Criminal Court Clerk
3591 Court Clerk III Sr. Criminal Court Clerk
3622 Court Clerk III Sr. Criminal Court Clerk
3623 Court Clerk III Sr. Criminal Court Clerk
3643 Court Clerk III Sr. Criminal Court Clerk
3656 Court Clerk III Sr. Criminal Court Clerk
3657 Court Clerk III Sr. Criminal Court Clerk
3659 Court Clerk III Sr. Criminal Court Clerk
3660 Court Clerk III Sr. Criminal Court Clerk
4053 Court Clerk III Sr. Criminal Court Clerk
5004 Court Clerk III Sr. Criminal Court Clerk
6164 Court Clerk III Sr. Criminal Court Clerk
371 Court Clerk III Sr. Criminal Court Clerk
9913 Juvenile Operations Supv. Juvenile Operations Supv.
9909 Civil/Family Process Supv. Civil/Family Process Supv.
9910 Civil/Family File Desk Supv. Civil/Family File Desk Supv.
81 Court Clerk II Senior Court Clerk
344 Court Clerk II Senior Court Clerk
3528 Court Clerk II Senior Court Clerk
3529 Court Clerk II Senior Court Clerk
3530 Court Clerk II Senior Court Clerk
3531 Court Clerk II Senior Court Clerk
3532 Court Clerk II Senior Court Clerk
3533 Court Clerk II Senior Court Clerk
3537 Court Clerk II Senior Court Clerk
3549 Court Clerk II Senior Court Clerk
3588 Court Clerk II Senior Court Clerk
3589 Court Clerk II Senior Court Clerk
408 Clerk V Court Specialist II
4305 Court Clerk II Senior Court Clerk
3574 Court Clerk II Senior Court Clerk
5171 IV-D Clerk Senior Court Clerk
3541 Court Clerk II Senior Court Clerk
3542 Court Clerk II Senior Court Clerk
3600 Court Clerk II Senior Court Clerk
3613 Court Clerk II Senior Court Clerk
3632 Court Clerk II Senior Court Clerk
3640 Court Clerk II Senior Court Clerk
3681 Court Clerk II Senior Court Clerk
3544 Court Clerk II Senior Court Clerk
3633 Court Clerk II Senior Court Clerk
3682 Court Clerk II Senior Court Clerk
3688 Court Clerk II Senior Court Clerk
3556 Criminal Manager Criminal Manager
3514 Trust/Collections Manager Trust/Collections Manager
3521 Investment Clerk I Accounting Clerk III
3631 Billing Clerk Accounting Clerk III
3570 Court Process III Accounting Clerk III
3667 Court Clerk II Senior Court Clerk
3663 Criminal Court Clerk Court Support Clerk
3575 Criminal Court Clerk II Senior Criminal Clerk
4271 DE Operator III Process Specialist
3602 Criminal Court Clerk II Clerk V
9911 Family/IV-D Courts Supv. Family/IV-D Courts Supv.
9912 Civil/Tax Courts Supv. Civil/Tax Courts Supv.
3636 Criminal Court Clerk I Magistrate Clerk
3671 Criminal Court Clerk I Magistrate Clerk
3673 Criminal Court Clerk I Magistrate Clerk
3683 Criminal Court Clerk I Magistrate Clerk
4038 Criminal Court Clerk I Magistrate Clerk
4047 Criminal Court Clerk I Magistrate Clerk

Attachment II

Re-Grading Requested Due To Elapsed Time From Last Study

Position Number Current Title Proposed Title
3577 Criminal Court Clerk II Criminal Court Clerk
3581 Criminal Court Clerk II Criminal Court Clerk
3582 Criminal Court Clerk II Criminal Court Clerk
3594 Criminal Court Clerk II Criminal Court Clerk
3595 Criminal Court Clerk II Criminal Court Clerk
3605 Criminal Court Clerk II Criminal Court Clerk
3606 Criminal Court Clerk II Criminal Court Clerk
3611 Criminal Court Clerk II Criminal Court Clerk
3615 Criminal Court Clerk II Criminal Court Clerk
3644 Criminal Court Clerk II Criminal Court Clerk
3655 Criminal Court Clerk II Criminal Court Clerk
3662 Criminal Court Clerk II Criminal Court Clerk
4247 Criminal Court Clerk II Criminal Court Clerk
5015 Criminal Court Clerk II Criminal Court Clerk
5039 Criminal Court Clerk II Criminal Court Clerk
3918 Court Clerk I Civil/Family Clerk II
3690 Court Clerk I Civil/Family Clerk II
3689 Court Clerk I Civil/Family Clerk II
3680 Court Clerk I Civil/Family Clerk II
3679 Court Clerk I Civil/Family Clerk II
3676 Court Clerk I Civil/Family Clerk II
3674 Court Clerk I Civil/Family Clerk II
3598 Court Clerk I Civil/Family Clerk II
3526 Court Clerk I Civil/Family Clerk II
319 Court Clerk I Civil/Family Clerk II
4051 Court Clerk I Civil/Family Clerk II
34 Court Clerk I Civil/Family Clerk II
3545 Court Clerk I Civil/Family Clerk II
3576 Court Clerk I Civil/Family Clerk II
3586 Court Clerk I Civil/Family Clerk II
3672 Court Clerk I Civil/Family Clerk II
3641 Court Clerk I Civil/Family Clerk II
3648 Court Clerk I Civil/Family Clerk II
3649 Court Clerk I Civil/Family Clerk II
5181 Court Clerk I Civil/Family Clerk II
3554 Court Clerk I Civil/Family Clerk II
3620 Court Clerk I Civil/Family Clerk II

Attachment III

Modified Job Descriptions Requested

Position Number Current Title Proposed Title
3575 Criminal Court Clerk II Senoir Criminal Clerk
3553 Clerk Typist III Criminal Clerk II
3645 Court Process Clerk III Criminal Clerk II
3583 Clerk II Criminal Clerk I
3646 Clerk Typist II Criminal Clerk I
3675 Civil Training Clerk Court Specialist I
3677 Civil Training Clerk Court Specialist II
3518 Court Process Clerk III Civil Family Clerk II
4967 Clerk V Court Specialist II
4052 IV-D Clerk Civil Family Clerk II
3568 Family Roving Clerk Court Specialist I
3686 Court Process Clerk II Civil/Family Clerk I
3599 Court Process Clerk III Senoir Civil/Family Clerk
6340 Electronic Filing Clerk Senoir Civil/Family Clerk
3608 DC Cashier Senoir Civil/Family Clerk
4050 Court Process Clerk III Civil/Family Clerk II
3692 Court Process Clerk III Senoir Civil/Family Clerk
3597 Court Process Clerk III Civil/Family Clerk II
3578 DE Operator Civil/Family Clerk II
3607 Clerk Typist III Civil/Family Clerk II
3626 Microfilm Clerk Records Clerk II
3685 Certified Copy Check Records Clerk II
3516 Utility Clerk Records Clerk I
3635 Lead Utility Clerk Records Clerk III
4492 Utility Clerk Records Clerk I
3567 Exhibits Coordinator Senoir Records Clerk
5042 Clerk III Records Clerk III
3654 Certified Copy Clerk Records Clerk III
3522 Utility Clerk Records Clerk I
3543 Utility Clerk Records Clerk I
5258 Microfilm Clerk Senoir Records Clerk
3665 Clerk Typist Records Clerk III
7463 Court Process Clerk III Senoir Civil/Family Clerk
3612 DC Cashier Case Filing Clerk II
3610 DC Cashier Case Filing Clerk II
3566 DC Cashier Case Filing Clerk II
3651 DC Cashier Case Filing Clerk II
4497 DC Cashier Case Filing Clerk II
3691 Court Specialist Court Specialist
5659 Clerk III Accounting Clerk I
305 Criminal Court Clerk II Senior Magistrate Clerk
3672 Criminal Court Clerk II Senior Magistrate Clerk
4019 Criminal Court Clerk II Senior Magistrate Clerk
3560 Court Clerk II Civil/Family Clerk II
3609 DE Operator II Civil/Family Clerk I
4048 Court Process Clerk III Civil/Family Clerk I
4049 Court Process Clerk III Civil/Family Clerk I
8178 Court Clerk II Civil/Family Clerk II
9299 IV-D Clerk Civil/Family Clerk I
6165 IV-D Clerk Civil/Family Clerk I
4244 Court Process Clerk III Civil/Family Clerk I
4054 IV-D Clerk Civil/Family Clerk I
3629 Court Clerk I Civil/Family Clerk I
3638 DE Operator II Civil/Family Clerk I
3604 Cashier Civil/Family Clerk I
304 Court Process Clerk III Civil/Family Clerk I
3616 Process Clerk Civil/Family Clerk I
4969 Clerk V Senoir Civil/Family Clerk
9887 DC Cashier Civil/Family Clerk II
7463 Trust/Collection Clerk Accounting Clerk
3669 Court Process Clerk III Senoir Civil/Family Clerk
3592 Court Process Clerk III Senoir Civil/Family Clerk
3527 Clerk Typist III Civil/Family Clerk I
3525 Clerk Typist III Civil/Family Clerk I
3546 Court Process Clerk III Civil/Family Clerk I
3557 Court Process Clerk III Civil/Family Clerk I
3564 Court Process Clerk III Civil/Family Clerk I
3519 Assistant Manager Accountant I
3572 Billing Clerk Account Resolution Clerk
3579 DE Clerk Trust/Accounting Clerk
18 Process Clerk Trust/Accounting Clerk
3628 Certified Copy Clerk Records Clerk I
3573 Clerk II Records Clerk I
5043 Clerk III Records Clerk II
7464 Clerk III Records Clerk II
3694 Microfilm Clerk Records Clerk II
5259 Microfilm Clerk Records Clerk II
3619 Clerk Typist Records Clerk II
3603 Clerk Typist Records Clerk I
3561 Microfilm Clerk Records Clerk II
5243 Criminal Court Clerk II Criminal Court Clerk
5041 DC Cashier Cashier
5040 DC Cashier Cashier
3666 Clerk Typist III Criminal Clerk I
3617 Court Process clerk II Criminal Court Clerk
3552 Criminal Court Clerk II Criminal Clerk II
3664 Clerk Typist III Criminal Clerk I
3670 Court Process III Criminal Clerk I
3693 DC Cashier Case Filing Clerk I
3584 DC Cashier Case Filing Clerk I
4306 Court Clerk I Civil/Family Clerk I
8008 Clerk III Civil/Family Clerk I

Attachment IV

Major Functional Changes Required

Position Number Current Title Proposed Title
3547 Criminal Roving Clerk Criminal Court Trainer
3661 Criminal Roving Clerk Criminal Court Trainer
3621 Bond Forfeiture Clerk II Bond Forfeiture Specialist
4273 Assistant Manager Records Supv. II
4966 Clerk IV Records Supv. II
3668 Billing Clerk Sr. Acct. Resolution Clerk
3536 Billing Clerk Acct. Resolution Coordinator
3565 Investment Clerk II Investment Analyst
6023 Accountant Accounting Supv.
4272 DE Operator III Records Supv. I
3638 DE Operator III Court Clerk I
3658 Senoir Secretary Personnel Analyst
3513 Assistant Criminal Manager Criminal Courts Operations Supervisor
3614 Criminal Process Supv. Criminal Courts Supv.
3618 Bond Forfeiture Supv. Criminal Support Supv.

Attachment V

Detailed Imaging Costs

  Number Cost per item Total Cost
Workstation Costs      
Workstations Needed 58    
Workstations Available meeting minimum specs. 48    
Workstations needing upgrades 3 $200 $600
Workstations to purchase 7 $2,000 $14,000
Monitors 5 $1,000 $5,000
Total Workstation Costs     $19,600
 
Client Software Costs      
Per seat costs (full license) 49 $1,600 $78,400
er seat costs (concurrent license) 9 $500 $4,500
Per seat OS upgrade 3 $300 $900
Oracle runtime license 35 $295 $10,325
Total Client Software Costs     $94,125
  Number Cost per item Total Cost
Scanning and Printing Costs      
Regular scanner 1 $6750 $6750
High Speed Scanner 2 $25,000 $50,000
Regular printer 2 $3,050 $6,100
Slip Printer 2 $200 $400
High Speed Printer 3 $4,355 $13,065
Software 4 $3,000 $12,000
Total Scanning and Printing Costs     $88,315
 
Shared Component Costs      
Hardware      
Jukebox 1 $17,500 $17,500
Image Servers 1 $50,000 50,000$
Fax Server 1 $2,000 $2,000
Print Server 1 $4,000 $4,000
Internet Server 1 $8,000 $8,000
Total Hardware Costs     $81,500
Software      
Jukebox 1 $7,000 $7,000
HSM Server 1 $12,000 $12,000
Workflow 1 $25,000 $25,000
Fax In/Out 1 $8,000 $8,000
Internet Software 1 $20,000 $20,000
DM Server 1 $40,000 $30,000
System Design 1 $40,000 $40,000
Total Software Costs     $142,000
Total Shared Hardware and Software Costs     $223,500
  Number Cost per item Total Cost
Services      
Installation and Training     $125,000
Total Services     $125,000
 
Summary      
Total Hardware     $177,415
Total Software     $248,125
Total Services     $125,000
Total     $550,540
 
Ongoing Costs      
Software Maintenance     $35,381
Hardware Maintenance     $21,618
Support Contract     $10,000
Systems Administrator     $55,300
Total Ongoing Costs     $122,299
 
Benefits      
Reduction in Microfilm Contract $365,000